Stability In Motion: How Daimler Truck Financial Services Is Steering Canada's Transport Sector Through Economic Change

In an industry where volatility has become a given, Daimler Truck Financial Services has remained a beacon of consistency. With more than four decades in the Canadian market, the company has anchored its reputation in trust, sector expertise, and long-term relationships. Now recognised as Canada’s Best Non-Banking Lender, the organisation is doubling down on its mission to support customers through every turn of the economic cycle.

Speaking with Brett Hurll of GFM Review, Goetz Johanning, CEO of Daimler Truck Financial Services Canada, reflects on the significance of this accolade, the resilience built into their model, and how they are positioning themselves for the future of commercial vehicle finance.

Brett

Let me first congratulate you on winning Best Non-Banking Lender Canada 2025. What does being named best non-banking lender for Daimler Truck Financial Services mean in such a competitive lending environment?

Goetz 

Thank you, Brett. The recognition comes at a perfect moment. We've been operating in this market for over 40 years, so it's not about visibility or awareness. But given the volatility of recent years—with shifts in interest rates, the exit from the pandemic, inflation, now somewhat under control, yet still amid a prolonged freight recession—this acknowledgement feels especially meaningful.

It validates our approach. You know, during economic booms, lots of lenders flood into the market. That happened during the pandemic when people were buying assets in a frenzy. Many financial players entered the trucking finance space. But as soon as market dynamics changed, they started to retreat. That’s not how we operate.

We’re here to support the business through all phases. Our model isn't about short-term wins. It’s long-term, through our customers, our dealers, and the industry itself. Receiving this kind of recognition tells us that our consistency is not only noted but appreciated. It’s a great validation for the entire team.

Brett

Looking at your lending model, you serve both single-unit operators and large fleets. That’s a big range. How do you adapt your services to cater to such a diverse customer base?

Goetz 

Our operations are closely linked to the trucks that are sold, who buys them and how they’re used. In Canada, the majority of Daimler trucks go to larger fleets. That said, not all sales are to big players.

Many trucks go directly from our dealers to individual owner-operators or small businesses just getting started in the transport space. That might be one used truck to begin with, and over time, they build a small fleet. So yes, we have to be flexible.

The key is recognising that the needs of these two segments are vastly different. An owner-operator is hands-on; they're in the cab, hauling freight themselves. They need answers quickly and conveniently. That might mean using our website, making a quick call, or even accessing automated solutions. Their interaction with us is personal and often urgent.

In contrast, a large fleet operates with more structure. We deal with CFOs, accounting departments, and procurement teams. It’s a formalised, often scheduled process. So, we’ve built our credit evaluation, our customer service, and our communication channels to reflect those different demands. Our organisation is effectively bifurcated to handle each type of client with the right level of attention and expertise.

Brett

Canada’s transport and logistics sector is constantly evolving. How has Daimler Truck Financial Services adapted its financial approach to keep pace with these economic shifts, supply chain changes, and increasingly complex customer expectations?

Goetz 

Here’s where it might surprise you: we haven’t fundamentally changed our approach. If anything, our value lies in the fact that we don't pivot at every market signal. We aim to be the rock in the storm.

In our industry, there are plenty of expressions for this—the "VUCA" world, volatility, uncertainty, complexity, ambiguity. While others may flex in and out of the space, we stay consistent. We don’t want to be the flavour of the week.

Economic cycles are part of trucking. Booms bring new lenders hoping to make quick returns. But as soon as things become unstable, they vanish. We take pride in doing the opposite. In downturns, when customers and dealers really need financial partners to stand with them, that’s when we prove our value.

We don't finance houses, construction equipment or yachts. We finance trucks. That’s our niche. So when our customers experience hardship, we aim to support them. Our business success depends on their resilience. We’re here to help them navigate challenging periods, not just collect their trucks.

That means offering real support. Of course, customers must demonstrate that their business is viable and that they have a plan. But we engage them in real conversations: How are you adjusting? What solutions are you exploring? Then, we help structure financing accordingly. Maybe that’s a deferral, a restructuring, or a skip payment plan. We want them to survive these moments and for us to come through together.

 

Brett

That’s a pretty unique position to be in, you not only finance the customer but deeply understand the asset and the journey it takes through the financing cycle.

Goetz 

Absolutely. Whether it's a lease, a loan, or something hybrid, at the end of the day, the unit is ours until it's paid for. But that’s just the surface level.

Our teams are out in the field visiting customers and dealers. They’re talking with them, learning about their operations, and understanding the commercial realities they face. It starts before credit evaluation. Sales and credit teams collaborate to understand not just the numbers but the full context.

We analyse financials, review cash flow strategies, and look at business plans. Then we assess what makes sense: How do we structure the deal so that it works for the customer’s business and for us too? It’s an integrated process that begins early and carries through the lifecycle of the relationship.

Brett

Your integration with Daimler Truck North America gives you access to financing Freightliner, Western Star, Thomas Built Buses. That OEM alignment must be a strong strategic advantage.

Goetz 

It is, unquestionably. Any lender can get customer data—credit scores, balance sheets. But we have access to something more. We have access to the telematics from the truck itself which will allow for even better products in the future. We know the trade cycles. We know when a customer typically returns to market. We know how the truck performs in real-world conditions.

That insight is invaluable. It allows us to tailor solutions, to reach out at the right moments, and to ensure that when it’s time for a new vehicle, we’re ready to help facilitate that transition seamlessly.

We can also offer payment protection products and a preferred relationship with an insurance source—things that integrate directly into the financial contract. That enhances the experience for the customer while also creating additional revenue streams for us as a captive finance provider.

Brett

We touched on this briefly, but I want to go deeper into the digital piece. Do you think the trucking industry is ready to fully embrace digital tools and AI, especially when it comes to things like customer interaction, finance management, and ongoing support?

Goetz 

That’s a great question because, fundamentally, the trucking industry is deeply rooted in relationships. It’s a people-first industry. That’s part of its charm, and it’s part of the challenge when introducing new tech. There will always be a place for the one-on-one call, the handshake, the face-to-face visit at the depot or dealership.

But that doesn’t mean digital transformation isn’t necessary or wanted. In fact, it’s becoming more expected. Even in a relationship-driven environment, there’s an appreciation for convenience. If you’re a customer on the road or running your operations at night, you want to access information when it's convenient for you, not just during traditional office hours.

That’s where AI and digital interfaces come in. And to your point, yes, if they’re done right, I do think this industry is ready. Tools that are intuitive, accurate, and responsive will be used. But it has to be a supplement, not a replacement, for human interaction.

I think the ideal is a hybrid. Customers can choose how they want to engage. If they want to have a conversation, we’re here. If they want to get an instant answer at 11 p.m., the system is ready. And both channels need to be consistent in the quality of information delivered.

Brett

It seems like there’s also a trust factor. You mentioned that a customer service rep might just be querying a system anyway—so having that system accessible directly can enhance transparency.

Goetz 

Exactly, and it helps with consistency too. When both the customer and the customer service team use the same platform, the experience is more streamlined. There’s less room for miscommunication. And trust, as you said, is reinforced. It also cuts down on time and increases productivity for everyone involved.

But as I said, I don’t think we’ll ever fully eliminate the personal touch. In fact, in trucking, the relationships we have with dealers and customers are often what differentiates us from a traditional lender. We know the people. We know their businesses. That insight allows us to offer much more than just rates and terms.

Brett

Let’s shift to sustainability, because that’s a conversation taking place across every part of the supply chain. What is Daimler Truck Financial Services doing to help customers move toward electric vehicles or lower-emissions fleets?

Goetz 

Sustainability is absolutely a key focus for us, both internally and in terms of what we offer our clients. We’re aligned with Daimler Truck’s broader strategy—they want to be the leader in sustainable transport. That means we, as the captive finance arm, need to support the rollout of those ambitions by ensuring customers can afford and adopt new technologies.

Now, if you look at Canada specifically, the electric vehicle market for trucks is still developing. Heavy-duty trucks, in particular, face unique challenges in terms of charging infrastructure, range limitations, and overall cost. Total cost of ownership remains high unless there are grants or incentives in place.

But we know that shift is coming. That’s why we’ve created finance products specifically for EVs. One example is our walk-away lease model. It allows customers to test an electric truck or bus without a long-term commitment. If it doesn’t fit their business, they can return the vehicle. That mitigates risk and encourages trial.

We’re also financing the infrastructure side. If a fleet needs to install charging stations at their depot, we can help fund that. It’s about building a full solution, not just pushing a vehicle into a market that isn’t fully ready.

From a financial perspective, it means looking beyond the truck. It’s not enough to build and sell electric trucks. They need to operate within a functioning ecosystem. Charging infrastructure, route optimisation, and intelligent grid management are all essential pieces. All of these pieces need to come together to make electrification a reality. And we want to be the finance partner that helps customers through every step.

Brett

Let’s talk about what really sets Daimler Truck Financial Services apart. Why do customers choose you over a traditional bank or another financial provider?

Goetz 

First and foremost, it’s our consistency. When times get tough, we don’t pull out of the market. We don’t reduce lines or quietly stop approving applications. We remain committed, because we have to. This is our business. We don’t have alternative asset classes to shift to.

Secondly, we know trucks. That might sound obvious, but it makes a huge difference. Our team understands the vehicle, the maintenance, the lifecycle, the trade-in patterns and the business our customers operate in. We know what adds value and what increases risk. That knowledge informs how we structure deals.

Then there’s our product suite. We offer flexibility that’s tailored to transport. Skip payments. Seasonal repayment plans. Deferred first payments. We even allow for custom structuring based on the client’s cash flow cycle.

And finally, there’s our culture. Our team has a high-performance mindset. We care deeply about what we do. We’re not just here to make deals, we want our customers to succeed. That’s reflected in how we show up, how we communicate, and how we support customers even after the contract is signed.

Brett

And that culture has to come from the top. You mentioned earlier that everyone is pulling in the same direction, how do you maintain that clarity of purpose across the organisation?

Goetz 

We’re fortunate in that we have a very focused mission. We’re not trying to finance a plethora of assets. We’re here for trucks, and that clarity helps everyone stay aligned.

Beyond that, we invest in our people. We create spaces for collaboration. Experienced team members share knowledge with newer hires. There’s a real sense of support. We celebrate wins. We address challenges head-on. There’s no finger-pointing, just collective accountability.

Everyone knows that their work has an impact. Whether it’s credit underwriting, sales, customer service, or collections, it all ties back to helping a customer keep their business running. That’s a powerful motivator.

Brett

What about your relationships with dealers? That is a critical part of the ecosystem, too.

Goetz 

Absolutely. Our dealer relationships are absolutely foundational. We work closely with them, and we view them as partners, not just intermediaries. Their success is our success.

We support dealers not only through customer financing but also via floorplan finance, real estate loans, and even financing for dealership improvements or infrastructure. We want them to thrive because they are on the front lines of this industry.

Our team regularly visits dealerships, hosts joint meetings, and works collaboratively to understand what’s working and what isn’t. We listen. That feedback loop helps us improve our services and build better programs.

Brett

Looking ahead, how do you plan to build on your recent recognition as Best Non-Banking Lender and continue expanding your leadership in the Canadian market?

Goetz 

It’s about visibility and reach. Within our industry, we’re well known. But outside of it, there are still businesses entering the transport world who might not know us yet.

For example, a company that’s outgrown pickup trucks and now needs to finance its first real fleet. That’s where we can come in and add real value. We want to be the lender of choice for anyone entering or growing within this space.

Recognition helps with that. Awards like this open doors, validate our reputation and make people curious. But it’s on us to follow through, to meet new customers with the same consistency, expertise, and commitment that got us here.

Brett

Goetz, thanks for such a rich conversation. It’s clear that Daimler Truck Financial Services is about more than just financing, you’re enabling the long-term viability of transport in Canada.

 

Brett Hurll, Executive Editor at Global Financial Market Review, draws on over 35 years of international experience across technology and finance sectors, providing readers with sharp analysis and unique perspectives on emerging trends, market shifts, and the complex interplay between global business and political dynamics. His extensive background and senior leadership role position him as a trusted voice on financial markets and economic developments.  If you have an interesting editorial reach out to our team at editoral@gfmreview.com